What are core values?
Core values are fundamental beliefs of a person or organization.
It is the source code your organizational operating system runs on.
Core values help your organization determine if you are on the right path to fulfilling your collective goal. Core values represent your guiding principles and beliefs that determine, or dare iIsay control, how the company conducts itself in business and beyond. If you are creating a long list of values to show to the world that your company is all about honesty, safety, respect, or positivity. Well, you’ve obviously missed our point. I mean come on guys, who DOESN’T admire honesty, safety, respect, or positivity??!!
Here’s the point, you already have values. Some of ours are better than others? Well, it depends. The point is you can’t create values. You already have them. The challenge is we are often asked to list our values without explaining “what are values do”. And knowing what they “do”, can help the company focus on its “purpose” and mission in life. As a plus, it also means we do not have to make a long list of “rules” for clients or employees.
Here are a few that RNvention has chosen:
1.Get Shift Done
In nursing terms: get shift done! In layman’s terms: get s*** done!
The premise behind this core value is to be able to hustle, stay on point with focus allowing one to be effective and not busy.
The actions that we take are → We block our time, review weekly KPI’s with the team(key performance indicators), and use a hierarchy of communication channels (email, text, phone, slack, trello, google) in order to make easy work of finding information and data. Which leads the next core principle.
Manage data, not emotion
Sorry guys. This is not for the faint of heart. In fact, heart is not and does not fit in the “equation”. This value is in relation to business-critical decisions. All critical decisions need to be made first with data and supported with emotion. Why? Because we are a business with a culture like family. Everything we do in business effects the green (cash).
→ So our action is to always consider the data in relation to a possible action. We review key performance metrics to evaluate and discuss over meetings. Which leads to the next core value.
Got your back
Pretty simple. If you or your co-worker totally screws things up, the public will never know. We don’t “hang our dirty laundry” for others to see or smell.
→ The action we take is we always set each other up for success. Even behind closed doors, we have each others back because we are a team with a shared goal. And we reevaluate the mission, bottlenecks, and opportunities to move forward. Which leads to the next core value.
Win or Learn
This is about being ok with risk and not micromanaging the process. Which in essence means not micromanaging the people. We let team members build the success of our company.
→ The action we take is allowing team members to spot an opportunity and to bring this assessment to a meeting. The assessment includes measuring the TEMP. What it will cost in terms of (time, energy, money, and people), what knowledge are we missing and then we have a report & review. Which brings us to our last core value.
Have fun along the way
We “win” because of people – not process. Work is supposed to support life – it creates the “green to live the dream”. And like our friend and mentor Seth Godin says, “people are happiest when they are being an artist at their work”. And that we should be earning money as a byproduct of what we love. We enjoy what we are doing so much, we would do our work, or art, for free.
→ The action is simple, we give up freedom of time to gain time for fun. And we schedule this fun in relation to goal achievement.
What do you think? Do you get it? If you are reading this, maybe your core value is “always ask why”, or maybe it’s “always spot the bull sh**”?
Want to know more? You have 3 options.
- Send us an email
- Give us a shout on social media.
- Do nothing and be comfortable with just how things are.
Author Note: The principles are derived from a way of management called Rockefeller Management principles. We first learned of these principles from our friend and mentor Zachary Barker of Opportunity machine. And if you don’t know Zach, you probably should. Check out the OM’s site at opportunity machine.com
The principles are derived from a way of management called Rockefeller Management principles. We first learned of these principles from our friend and mentor Zachary Barker of Opportunity machine. And if you don’t know Zach, you probably should. Check out the OM’s site at opportunity machine.com
We first learned of these principles from our friend and mentor Zachary Barker of Opportunity machine. And if you don’t know Zach, you probably should. Check out the OM’s site at opportunity machine.com